Equality and diversity at work FAQs

Equality and diversity at work means ensuring everyone is treated fairly, has equal access to opportunities, and is valued for their individual differences. It is about preventing discrimination, promoting inclusion, and creating a workplace where people of all backgrounds, identities, and experiences can contribute and succeed.

Promoting equality and diversity creates a fair, inclusive environment where everyone can contribute effectively, reducing the risk of discrimination, and supporting compliance with the Equality Act 2010.

A report by McKinsey reveals that organisations with diverse leadership are more likely to outperform financially. Inclusive workplaces also have higher engagement and retention, and valuing diversity improves culture and productivity.

Equality and diversity are promoted and protected through the Equality Act 2010. This legislation brings together previous discrimination laws and makes it unlawful to treat someone unfairly because of nine protected characteristics, such as age, disability, race, sex, and religion or belief.

Other relevant legislation includes the Human Rights Act 1998, which supports dignity and respect at work, and the Public Sector Equality Duty (part of the Equality Act), which requires public bodies to eliminate discrimination, advance equality of opportunity, and foster good relations. Together, these laws provide the legal framework for creating fair and inclusive workplaces.

The nine protected characteristics under the Equality Act 2010 are:

Age
Disability
Gender reassignment
Marriage and civil partnership
Pregnancy and maternity
Race (including colour, nationality, and ethnic or national origins)
Religion or belief
Sex
Sexual orientation

It is unlawful to discriminate against someone because of any of these characteristics in work, education, or access to services.

Direct discrimination happens when someone is treated less favourably because of a protected characteristic, such as refusing to promote someone because of their age or race. This type of discrimination is usually clear and intentional.

Indirect discrimination occurs when a policy, rule, or practice applies to everyone but unfairly disadvantages people with a particular protected characteristic. For example, requiring all employees to work Saturdays could indirectly discriminate against certain religious groups unless the employer can objectively justify the requirement.

Equality means treating everyone the same, by giving people identical resources, opportunities, or support.

Equity means recognising that people start from different circumstances and providing tailored support, so everyone has a fair chance to achieve the same outcome.

Reasonable adjustments are changes an employer must make to remove or reduce disadvantages faced by a disabled person at work.

They are a legal requirement and can include adjustments to the workplace, equipment, working arrangements, or policies. Examples include providing ergonomic furniture or assistive technology, adjusting working hours or duties, allowing flexible or remote working, or making physical changes to improve access.

What is considered “reasonable” depends on factors such as the size of the organisation, the cost and practicality of the adjustment, and how effective it is in reducing the disadvantage. The aim is to ensure disabled people are not put at an unfair disadvantage at work.

A good example of diversity in the workplace is a team made up of people with different backgrounds, ages, cultures, genders, abilities, and experiences working together on a project.

For instance, a customer service team that includes staff who speak multiple languages and understand different cultural perspectives can better support a diverse customer base and improve service quality.

Barriers to equality, diversity and inclusion include:

• Unconscious bias, where assumptions or stereotypes influence decisions without people realising.
• Lack of awareness or training, leading to misunderstandings or insensitive behaviour.
• Inaccessible policies or work environments, which disadvantage certain groups.
• Poor communication or organisational culture, where people feel unable to speak up or be themselves.
• Inconsistent management practices, resulting in unfair treatment or missed opportunities.

These barriers can limit participation, reduce trust, and prevent organisations from benefiting fully from a diverse workforce.

Current UK workplace diversity statistics show that differences still exist in representation and pay, even as awareness grows:

• In the UK, the gender pay gap remains notable: among all employees it was about 8% in April 2025, meaning women earned roughly 12.8% less per hour than men on average, with a smaller gap of around 6.9 % for full-time employees. These figures have fallen slowly over time but show persistent inequality.
• Ethnicity pay gaps have been observed over the last decade, with some groups, such as Black, African, Caribbean or Black British employees, consistently earning less than White employees.
• Workforce diversity data for some UK employers indicates that ethnic minority representation remains lower at senior grades. For example, in a large UK department in 2024 only about 4% of senior staff were from ethnic minority backgrounds, despite a higher overall proportion in the workforce.
• Surveys of UK businesses show that many employers are prioritising EDI in recruitment and culture, with over half saying it is a strategic priority.

These kinds of statistics provide context for why diversity and inclusion efforts continue to be an important focus for modern workplaces in the UK.

A gender pay gap or ethnicity pay gap report shows the difference in average pay between groups across an organisation, rather than equal pay for the same role.

In the UK, employers with 250 or more employees are legally required to publish an annual gender pay gap report. This sets out figures such as the mean and median pay gap, bonus pay gaps, and the proportion of men and women in different pay quartiles. The aim is to promote transparency and drive action to reduce inequality.

Ethnicity pay gap reporting is not currently mandatory, but many organisations choose to publish it voluntarily. It compares average pay between ethnic groups to highlight disparities and inform inclusion strategies.

If you witness or experience harassment, act as early as possible.

If you feel safe, you may try informal resolution first, such as telling the person the behaviour is unacceptable or raising it with a manager. If the behaviour is serious or continues, make a formal complaint or grievance under your organisation’s procedures. Keep brief records of what happened.

Employers must investigate concerns fairly, and you are legally protected from victimisation for raising or supporting a complaint. Confidential advice is available from ACAS.

Positive action refers to lawful steps an employer can take to encourage or support people from under-represented or disadvantaged groups to participate or progress at work.

It can include targeted training, mentoring, outreach, or encouraging applications where a group is under-represented. Positive action is legal under the Equality Act 2010, provided it is proportionate and based on evidence of disadvantage or under-representation.

Positive action is not the same as positive discrimination, which is generally unlawful. Employers cannot automatically hire or promote someone solely because of a protected characteristic, except in very limited tie-break situations where candidates are equally qualified.

Unconscious bias can affect hiring by influencing decisions without people realising it.

It may lead recruiters to favour candidates who feel familiar or similar to themselves, or to make assumptions based on factors such as name, accent, age, gender, or background.

This can result in talent being overlooked and less diverse shortlists or appointments. Employers reduce the impact of unconscious bias through measures such as structured interviews, clear criteria, diverse panels, and blind recruitment techniques.

An inclusive culture survey is a tool used by organisations to understand how employees experience equality, diversity, and inclusion in the workplace.

A survey normally asks employees about issues such as fairness, belonging, respect, psychological safety, and whether policies and behaviours support inclusion in practice. The results help organisations identify gaps, track progress, and inform actions to improve workplace culture beyond headline diversity statistics.

You can promote equality and diversity at work by:

• Treating everyone fairly and with respect, regardless of background, identity, or personal characteristics.
• Challenging discrimination or inappropriate behaviour when you see it.
• Using inclusive language and being mindful of different perspectives and needs.
• Supporting accessible practices, such as flexible working or reasonable adjustments.
• Encouraging open communication, so colleagues feel comfortable raising ideas or concerns.
• Participating in equality and diversity training to build awareness and understanding.

These actions help create a workplace where everyone feels valued and able to contribute.